4 things employers can do to support neurodivergent employees

4 ways employers can combat stigmas surrounding neurodiversity

November 4, 2022 3:25 PM

Despite recent strides in workplace diversity and inclusion, neurodivergent talent still falls short of many employers' radars.

An estimated 80% of those who are neurodiverse are unemployed, according to the Harvard Business Review. Conditions like autism, ADHD, dyspraxia and dyslexia all fall under neurodiversity, denoting different ways of thinking, learning, processing and behaving. But it seems employers are still equating different with "bad," says Martin McKay, founder and CEO of Texthelp, a company that provides organizations with inclusive communication tools.

"There is a long history of negative stigma around neurodiversity," says McKay. "Years ago many employers mistook neurological differences as a sign of low intelligence, carelessness or lack of ability. Today, many organizations now understand that this isn't the case. However, we've still got a long way to go to reduce the impact of these negative misconceptions."

Texthelp surveyed 500 neurodivergent employees and 500 neurotypical employees to gain more insight into the perception of neurodiversity in the workplace. While McKay is hopeful that more companies will put more effort into recruiting and retaining neurodiverse talent, the survey reveals where companies are lagging behind.

Here are 4 things employers should know about neurodiversity in the workplace, according to Texthelp.

The stigma is still there

Texthelp found that 61% of neurodivergent respondents have experienced stigma or felt misunderstood at some point in their careers.

"Often, we subconsciously make judgments about others because of existing stigma — it's part of being human," says McKay. "Alongside negative stigma around neurodiversity, neurodiverse conditions are often misunderstood."

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McKay notes that often managers do not have the knowledge to support neurodiverse talent. For example, a common misconception is that dyslexic individuals do not like to write because they may have trouble spelling. But in reality, many people with dyslexia enjoy writing, explains McKay. He advises employers to conduct neurodiversity awareness training programs for company leaders, so managers are less inclined to make assumptions.

Neurodiversity is more common than we think

Only 12% of neurodivergent respondents and 5% of neurotypical respondents are aware that one in five people are neurodivergent, according to Texthelp. To McKay, this finding revealed just how little people discuss neurodiversity or share their experiences with it.

"Most people work amongst neurodivergent people every day without realizing it," says McKay. "By openly talking about neurodiversity, neurodivergent individuals are more likely to feel welcomed and comfortable being themselves."

What benefits neurodivergent talent benefits everyone

Texthelp found that 93% of neurodivergent employees and 63% of neurotypical employees would be more likely to apply or continue to work at a company that supports neurodivergent talent.

"Every employee should feel supported and valued in the workplace," says McKay. "Often, the accommodations and tools brought in to support neurodivergent employees benefit everyone."

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McKay notes that digital reading and writing tools, such as text-to-speech and voice notes, may make it easier for both neurotypical and neurodivergent workers to focus and create.

Additionally, having support networks for neurodivergent employees, as well as surveys followed by actionable change can go a long way in transforming company culture, says McKay.

A majority of neurodiversity employees know their companies can do more

According to Texthelp, 64% of neurodivergent respondents believe their organization is capable of doing more to support neurodivergent talent in the workplace — 52% of neurotypical respondents echoed the same thought.

"There are common myths that disability and neurodiversity inclusion is complicated or expensive," says McKay. "But this simply isn't true. Small changes can lead to a big impact on neurodiversity inclusion."

McKay underlines that communication tools, support networks, dedicated quiet spaces and neurodiversity training do not have to put a hole in employers' budgets or happen all at once. But employers have to start somewhere or risk losing talent.

"People with disabilities, and neurodivergent individuals, bring diversity of thought and lived experience," says McKay. "When we value diversity and empower neurodivergent people, we gain a workforce with skills and talents that drive innovation and growth."